How to Improve Self-Confidence
JSF
“I would rather die standing up, than live life on my knees.”
CHK This Too
https://www.citehr.com/27247-ebook-h...onfidence.html
From India, Bangalore
35JSF
“I would rather die standing up, than live life on my knees.”
CHK This Too
https://www.citehr.com/27247-ebook-h...onfidence.html
From India, Bangalore
Dear friends,
It is really awesome to find such contributing people at one platform.
Kudos to the person who actually came up with such an wonderful idea.
Actually applause to one and all.
Warm Regards
Toolika
From India, New Delhi
It is really awesome to find such contributing people at one platform.
Kudos to the person who actually came up with such an wonderful idea.
Actually applause to one and all.
Warm Regards
Toolika
From India, New Delhi
Hello All,
One more contribution from my end!!!
This is a book on some criminals that the author found interesting. It is a study of human nature. Each section is set up by telling their lives, their crimes and the fatal ending.
From India, Hyderabad
One more contribution from my end!!!
This is a book on some criminals that the author found interesting. It is a study of human nature. Each section is set up by telling their lives, their crimes and the fatal ending.
From India, Hyderabad
Dear all, Please find a book on the basics of Six Sigma. I hope it is of help to you all. Regards, Rupali Sharma
From India, Bangalore
From India, Bangalore
Hi All
This is so informative and it's really appreciated!!!
Does anyone have a book on Pattersons' Job Grading? If anyone can help me it would be much appreciated.
I've attached a great book the A-Z of employment practice, hope it helps.
The A-Z of Employment Practice.pdf
Janine
From South Africa, Midrand
This is so informative and it's really appreciated!!!
Does anyone have a book on Pattersons' Job Grading? If anyone can help me it would be much appreciated.
I've attached a great book the A-Z of employment practice, hope it helps.
The A-Z of Employment Practice.pdf
Janine
From South Africa, Midrand
Hellow Dear All,
I am looking for an Executive-Corporation Relations.A Smart Male/ female candidate willing to work at Navi Mumbai with post gra. qualification may pl contact me at
at the earliest.
Thanks.
I am looking for an Executive-Corporation Relations.A Smart Male/ female candidate willing to work at Navi Mumbai with post gra. qualification may pl contact me at
Thanks.
Dear All, Please find below one of my faviorite book. Hope it’s of use to you all too. Regards, Rupali Sharma
From India, Bangalore
From India, Bangalore
Global and Transnational Business
JSF
“I would rather die standing up, than live life on my knees.”
TOC
Contents
Preface to the second edition xix
Acknowledgements xxi
PART I
1 Strategic and Management Issues in Global and Transnational Business 3
Learning objectives 3
Global and transnational business – an introduction 3
Some important definitions 3
Box Definitions of globalization 5
Box GATT and the WTO 6
Box Globalization – is it a blessing or a curse? 8
Global and transnational strategy 16
Structure of the book 16
Box Increasing global co-ordination in Philips Electronics 18
Global and transnational strategies and management – the issues 19
A framework for global and transnational strategic management 20
The controversies in strategic management 20
The prescriptive or deliberate approach to strategy 22
The emergent or learning approach to strategy 23
The competitive positioning approach to strategy 23
The resource, competence and capability approach to strategy 24
The knowledge-based approach to strategy 26
The approach to global strategy in this book 26
Assumption 1 Competitive advantage arises from new and superior knowledge 27
Assumption 2 Organizational learning and knowledge management are vital to creating and sustaining competitive advantage 27
Assumption 3 Strategy is both planned and emergent 27
Assumption 4 Competitive advantage results from both internal knowledge-based core competence development and from
changing conditions in the business environment 28
Assumption 5 It is important to distinguish between industries and markets 29
Assumption 6 Competitive advantage results from both competitive and collaborative behaviour 29
A summary of the frameworks 29
The global and transnational strategic management process 29
The management process matrix 29
The major elements in the process matrix 30
Conclusion 33
Review and discussion questions 33
References and further reading 34
PART II
2 From National Culture to Global Vision 39
Learning objectives 39
Introduction 39
The concept of globalization 40
Industries and markets 40
Causes of market and industry globalization 42
Overview 42
Technological forces 43
Social forces 44
Political and legal forces 45
Economic forces 45
The extent of globalization 46
Globalization and environmental turbulence 47
The example of the South Korean economy 47
Box Tariffs and quotas 47
Currents and cross currents 48
Global mission, objectives and strategy 49
Strategy, purpose and objectives 49
Global vision 50
Vision, philosophy and global strategy 50
Box Nokia’s global vision 51
Culture and global business 52
Levels of culture 52
Box EuroDisney – a European or American cultural identity? 54
Characteristics of culture 55
Hofstede’s cultural dimensions framework 56
Elements of Hofstede’s framework 56
Power distance 56
Uncertainty avoidance 57
Individualism/collectivism 57
Masculinity/femininity 57
Long-term orientation 58
Trompenaars’ dimensions of culture framework 59
Elements of Trompenaars’ framework 59
Relationships with people 60
Time 61
Relating to nature 61
Tayeb – major cultural characteristics observed in various nations 62
The importance and determinants of culture in transnational business 62
The importance of culture 62
Box Culture and the success of mergers in the automobile industry 64
Organizational culture 65
Determinants of organizational culture 66
Analysing organizational culture – the cultural web 66
Box Sources of culture – an example of the influences on a country’s culture 69
Review and discussion questions 70
References and further reading 70
Web links 72
3 Analysis of the Global Business 73
Learning objectives 73
Introduction 73
Analysis of the global organization 74
Internal analysis 74
Competences, resources and capabilities 74
Understanding global competences 74
Definitions of resources, capabilities and competences 75
Resources 76
General competences/capabilities 77
Core competences/distinctive capabilities 77
Global value chain analysis 80
Organizations as systems 80
The value chain 80
Primary activities 82
Support activities 83
Using the value chain framework 83
The value system 84
Co-ordinating activities and linkages 85
The ‘global’ value chain 86
A more complex value chain 86
Configuration 86
Co-ordination 87
Global organizational culture and structure 87
The importance of culture and structure 87
Structure 88
Box BP Amoco and global structure 89
Culture 90
Products, performance and portfolio analysis 91
The concept of portfolio 91
The BCG matrix 92
Using the BCG matrix 93
Limitations of the BCG matrix 94
Box BAT in the 1970s and 1980s – managing an international portfolio 95
Global products and services 97
Performance analysis 98
Benchmarking 98
Outside in or inside out? 99
‘Outside in’ strategy 99
‘Inside out’ strategy 100
The two approaches and internal analysis 100
Review and discussion questions 100
References and further reading 101
4 Analysis of the Competitive Environment 103
Learning objectives 103
Introduction 103
The nature of the business environment 104
The importance of environmental analysis 104
The macroenvironment 105
The microenvironment 105
Industries and markets 106
Identifying industries and markets 106
The industry 106
The market 107
The importance of the distinction between industry and market 108
Globalization of industries and markets 109
Yip’s globalization drivers 109
The four categories of drivers 109
Market globalization drivers 110
Cost globalization drivers 112
Government globalization drivers 114
Competitive globalization drivers 115
A summary of the drivers 116
Box The influence of government globalization drivers in the airline industry 116
Industry analysis 118
Porter’s five-forces framework 118
Force 1: the threat of new entrants 120
Force 2: the threat of substitute products 120
Force 3: the bargaining power of buyers (customers) 121
Force 4: the bargaining power of suppliers 121
Force 5: the rivalry among existing competitors in the industry 122
Use of the five-forces framework 122
Globalization drivers and the five forces 123
Synthesizing the two frameworks 123
Box Ulcer treatments and the international development of Glaxo 123
Market analysis 125
Market identification 125
Customers and their needs 126
Strategic group and competitor analysis 128
What are strategic groups? 128
Box Globalization trends in the pharmaceuticals industry 129
A resource-based approach to environmental analysis 131
Limitations of traditional frameworks 131
Understanding the framework 132
Critical success factors (CSFs) and core competences 134
What are CSFs 134
Review and discussion questions 135
References and further reading 135
5 Analysis of the Global Macroenvironment 139
Learning objectives 139
Introduction 139
Change in the business environment 140
The nature of environmental change 140
Change and prescriptive strategy 141
The macroenvironment 142
STEP analysis 142
Global and national macroenvironments 144
The relationship between global and national macroenvironments 144
The role of national circumstances in international business 145
Determinants of national competitive advantage 145
Box Prudential: factor conditions in Reading, UK and Bombay, India 147
Porter’s Diamond 148
The analytical process 148
Stages in the process 148
Information gathering 149
Information processing 149
Knowledge generation 150
Summary – analysis of the global macroenvironment 151
The links between the micro and macroenvironments 151
Review of the key stages 152
Discussion and review questions 153
References and further reading 153
PART III
6 Global and Transnational Strategy 157
Learning objectives 157
Introduction 157
Transnational strategies and global competitiveness 158
Sustainability and competitive advantage 158
Transnational, global and international business strategies 160
Strategies – the choice 161
Competitive positioning 161
Knowledge and competence-based strategy 161
Global strategy 162
Knowledge and competence-based strategy 163
The emphasis on the organization itself 163
The components of core competences 163
Core competences and distinctive capabilities 165
Knowledge, core competences and global competitive advantage 166
Knowledge 167
Knowledge creation and management 168
Box Sharp Corporation – a knowledge-centric organization 169
Organizational learning 169
Knowledge creation and management in transnationals 170
Competence building and leveraging 170
Summary of knowledge and competence-based strategy 172
Alternative approaches to resource-based strategy 172
Distinctive capabilities 173
Box Manchester United and superior performance 173
Competitive positioning – Porter’s generic strategies 175
The generic strategy framework 175
Cost leadership strategy 176
Differentiation strategy 177
Focus strategy 177
Hybrid strategies 178
Knowledge, core competence and generic strategy – a synthesis 179
Drawing the threads together 179
Global and transnational strategy 181
Porter’s model of global strategy – the value system 182
Configuration 182
Co-ordination 183
Integration and responsiveness 184
Pressures for and against increased global co-ordination 185
Regional strategies 186
Total global strategy 187
Development of total global strategy 187
Transnational organizations 189
Global and localized elements of transnational strategy 190
Box McDonald’s Inc. – an example of transnational strategy 192
Discussion and review questions 193
References and further reading 194
7 Global and Transnational Market-servicing Strategies 197
Learning objectives 197
Introduction 197
Alternative foreign market-servicing strategies 198
What is market servicing? 198
Market-servicing options 199
Box International expansion through franchising – Holiday Inn 201
A summary of the modes of entry 207
Selection of mode of entry 209
Choosing the most appropriate mode of entry 209
Criteria for choosing mode of entry 210
Global market-servicing strategies 210
Literature summary 210
Three key variables 212
Collaborative arrangements 212
Collaboration rather than competition 212
The nature and rationale of collaboration 214
Horizonal and vertical collaboration 215
Alliances 216
Summary – advantages of collaborative arrangements as modes of entry 217
Appendix 7.1 Some additional notes on foreign market-servicing strategies 217
Exporting 217
Contractual agreements 218
Foreign direct investment 219
Box Toyota – FDI greenfield development in the UK 219
Box Philip Morris – foreign acquisitions in the former communist states of central and eastern Europe 220
Review and discussion questions 221
References and further reading 221
8 Global Production and Logistics Management 227
Learning objectives 227
Introduction 227
Production strategy and competitive advantage 228
The critical success factors in operations 228
Global production strategies 229
The ‘big’ decisions in production strategy 229
Plant roles and inter-plant relationships 230
Research in global productions strategy 231
Doz – opportunities from relaxations in trade restrictions 231
Starr’s network 233
Dicken and international value adding 233
Dicken’s four production strategies 234
Plant location decision making 236
Decision criteria 236
The most frequently used criteria 238
The location decision 239
Procurement and transnational business 240
Procurement policy 240
Types of purchasing policy 241
Global logistics 242
The ‘flow’ of materials 242
Logistics and strategy 243
Managing logistics 244
Discussion and review questions 244
References and further reading 244
PART IV
9 Global Leadership and Strategic Human Resource
Management 249
Learning objectives 249
Introduction 249
Leadership and management in transnationals 250
Definitions 250
The nature of leadership 251
Box GE – the new leadership paradigm 253
Leadership and cultural issues 254
Box Body Shop: embracing a new management ‘ethos’ 254
Leading and managing cultural diversity in transnational organizations 255
Shaping culture in transnational organizations 256
Strategic human resource management 25
Importance of human resources 257
Features of HR strategy 258
HR strategy, core competences and organizational learning 259
Integration of HRM with corporate strategy and functional strategies 259
Criticisms of the concept of strategic HRM 262
European and American approaches to HRM 262
A transnational model of HRM 263
Porter’s global strategy and HR strategy 264
Congruence between HR and corporate strategy 264
Review and discussion questions 266
References and further reading 266
10 Global Technology Management 269
Learning objectives 269
Introduction 269
Technology and strategy 270
The impact of technology on strategy 270
Technology as a strategic asset 271
Defining technology 271
Technology and products 272
Technology and production 273
Patterns of technological innovation 274
Differences between technology and other assets 275
Technology and global competitiveness 276
Technology strategy 277
The components of a technology strategy 277
Technology audit 277
Sourcing new technology 278
Exploiting new technology 281
Protecting the competitive advantage 283
Box When patents expire 284
Comparisons of transnational technological performance 285
Comparing US and Japanese performance 285
Learning good practice 287
Information and communication technologies 287
The effects of ICT 287
Developments in ICT 288
ICT and transnational strategy 290
Configuring ICT for transnational business 291
Discussion and review questions 292
References and further reading 292
11 Global and Transnational Marketing Management 297
Leearning objectives 297
Introduction 297
The role of marketing in global and transnational strategy 298
Marketing and strategy 298
Marketing and competitive advantage 300
Ohmae’s (1989) view of marketing 300
Globalization of markets and marketing research 301
Global marketing strategies 302
Different perspectives 302
Douglas and Craig’s (1989) typology 303
Leontiades’ (1986) perspective 304
Four stages in a global marketing strategy 305
Global market segmentation and positioning strategies 308
Segmentation bases 308
Market positioning 309
Global marketing management 310
Marketing mix strategy 310
Box McDonald’s – globally homogeneous? 311
Global products 313
The importance of product decisions 313
Decisions on product strategy 314
Global branding 315
Global pricing 318
Pricing decisions 318
Transfer pricing 323
Pricing decisions – a summary 324
Global promotion 324
Marketing communications 324
Standardization of global promotion 325
Organization and control of promotions 325
The management of global promotional campaigns 329
Choosing an advertising agency 330
ICT and global marketing 331
Box Axis Communications Inc. – the Internet and global marketing 333
Review and discussion questions 334
References and further reading 335
12 Global Financial Management 339
Learning objectives 339
Introduction 339
Finance management and the global enterprise 340
The key issues in international financing 340
Box Foreign exchange risk management at British Airways (BA) 341
Centralization versus decentralization of the finance function 343
Different approaches to decentralization 343
Decision area 1: financing foreign operations 344
The options 344
Equity capital 346
Debt (or loan) capital 346
Decision area 2: resource allocation and capital budgeting 348
Uncertainties constraining the certainty of choice 348
Political risk 349
Assessing and forecasting political risk 349
Dealing with political risk 350
Decision area 3: operational policies 351
Working capital and cash flow management 351
Foreign exchange exposure 353
Reducing exposure 354
Decision area 4: remittance strategy 355
Types of funds transfer 355
Problems with transferring funds 355
Blocked funds 356
Discussion and review questions 358
References and further reading 358
13 Organizational Structure and Control in Global and Transnational Business 361
Learning objectives 361
Introduction 361
Some essentials of organizational structure 362
Key variables 362
‘Height’ and ‘width’ of structures 362
Hierarchical configuration of structures 364
Determinants of organizational structure 364
Mintzberg’s determinants 364
The contingency approach 365
The configuration approach to organizational design 368
Types of international organizational structure 369
International structures 370
Global structures 371
The development of global and transnational matrix structures 374
Stimuli to matrix development 374
Global matrix structures 374
The development of the transnational organizational structure 376
National influences on structural form 376
‘Anatomy’ and ‘physiology’ 377
Features of transnational structures 378
The transnational model 379
Decision making and control in international business 382
Decentralization and control 382
Empirical studies 383
Evaluating performance 384
Global and transnational strategies, organization and control 385
The influence of strategy on structure and control systems 385
Discussion and review questions 386
References and further reading 387
14 Managing Global Mergers, Acquisitions and Alliances 391
Learning objectives 391
Introduction 391
An overview of integrations and alliances 392
Perspectives on external growth 392
Types of integrations and alliances 393
Transnational mergers and acquisitions 395
The key definitions 395
Motivations for transnational M&As 396
Box Hoechst and Rhoˆne-Poulenc merge to form Aventis, a new global
leader in life sciences 397
Problems with integration 398
Successful M&As 399
Box DaimlerChrysler 402
Collaborative ventures and strategic alliances 403
What are collaborative ventures and strategic alliances? 403
Motivations for forming strategic alliances 405
Types of strategic alliance and collaborative venture 405
Directions of alliances 405
The extent and timescale of collaboration 407
Choosing the most appropriate type of alliance 408
Box Collaborative strategy in the international airline industry 409
Successful alliances 411
The strategic management of networks and alliances 412
The concept of the ‘focal’ business 412
Discussion and review questions 413
References and further reading 414
15 Global Business – Present and Future Trends 419 Learning objectives 419
Introduction 419
The global business environment – limits of globalization 420
The real state of homogenization 420
Physioeconomic theory 420
Challenging the presuppositions 421
A global approach to strategy and management? 422
Global competitive advantage in the future 423
Knowledge-based strategy: the intelligent organization 424
The ‘virtual’ corporation 427
Discussion and review questions 428
References and further reading 429
Appendix 1 McDonald’s and Its International Expansion 431
A brief history 431
McDonald’s and franchising 434
International growth 435
Appendix 2 Nike Inc. 439
Company development 439
The Nike product concept 440
Vertical linkages and outsourcing 441
Promotions and endorsements 443
Markets and structure 444
Changes in the 1990s 445
Nike at the end of the 1990s 446
References and further reading 447
Index 449
From India, Bangalore
JSF
“I would rather die standing up, than live life on my knees.”
TOC
Contents
Preface to the second edition xix
Acknowledgements xxi
PART I
1 Strategic and Management Issues in Global and Transnational Business 3
Learning objectives 3
Global and transnational business – an introduction 3
Some important definitions 3
Box Definitions of globalization 5
Box GATT and the WTO 6
Box Globalization – is it a blessing or a curse? 8
Global and transnational strategy 16
Structure of the book 16
Box Increasing global co-ordination in Philips Electronics 18
Global and transnational strategies and management – the issues 19
A framework for global and transnational strategic management 20
The controversies in strategic management 20
The prescriptive or deliberate approach to strategy 22
The emergent or learning approach to strategy 23
The competitive positioning approach to strategy 23
The resource, competence and capability approach to strategy 24
The knowledge-based approach to strategy 26
The approach to global strategy in this book 26
Assumption 1 Competitive advantage arises from new and superior knowledge 27
Assumption 2 Organizational learning and knowledge management are vital to creating and sustaining competitive advantage 27
Assumption 3 Strategy is both planned and emergent 27
Assumption 4 Competitive advantage results from both internal knowledge-based core competence development and from
changing conditions in the business environment 28
Assumption 5 It is important to distinguish between industries and markets 29
Assumption 6 Competitive advantage results from both competitive and collaborative behaviour 29
A summary of the frameworks 29
The global and transnational strategic management process 29
The management process matrix 29
The major elements in the process matrix 30
Conclusion 33
Review and discussion questions 33
References and further reading 34
PART II
2 From National Culture to Global Vision 39
Learning objectives 39
Introduction 39
The concept of globalization 40
Industries and markets 40
Causes of market and industry globalization 42
Overview 42
Technological forces 43
Social forces 44
Political and legal forces 45
Economic forces 45
The extent of globalization 46
Globalization and environmental turbulence 47
The example of the South Korean economy 47
Box Tariffs and quotas 47
Currents and cross currents 48
Global mission, objectives and strategy 49
Strategy, purpose and objectives 49
Global vision 50
Vision, philosophy and global strategy 50
Box Nokia’s global vision 51
Culture and global business 52
Levels of culture 52
Box EuroDisney – a European or American cultural identity? 54
Characteristics of culture 55
Hofstede’s cultural dimensions framework 56
Elements of Hofstede’s framework 56
Power distance 56
Uncertainty avoidance 57
Individualism/collectivism 57
Masculinity/femininity 57
Long-term orientation 58
Trompenaars’ dimensions of culture framework 59
Elements of Trompenaars’ framework 59
Relationships with people 60
Time 61
Relating to nature 61
Tayeb – major cultural characteristics observed in various nations 62
The importance and determinants of culture in transnational business 62
The importance of culture 62
Box Culture and the success of mergers in the automobile industry 64
Organizational culture 65
Determinants of organizational culture 66
Analysing organizational culture – the cultural web 66
Box Sources of culture – an example of the influences on a country’s culture 69
Review and discussion questions 70
References and further reading 70
Web links 72
3 Analysis of the Global Business 73
Learning objectives 73
Introduction 73
Analysis of the global organization 74
Internal analysis 74
Competences, resources and capabilities 74
Understanding global competences 74
Definitions of resources, capabilities and competences 75
Resources 76
General competences/capabilities 77
Core competences/distinctive capabilities 77
Global value chain analysis 80
Organizations as systems 80
The value chain 80
Primary activities 82
Support activities 83
Using the value chain framework 83
The value system 84
Co-ordinating activities and linkages 85
The ‘global’ value chain 86
A more complex value chain 86
Configuration 86
Co-ordination 87
Global organizational culture and structure 87
The importance of culture and structure 87
Structure 88
Box BP Amoco and global structure 89
Culture 90
Products, performance and portfolio analysis 91
The concept of portfolio 91
The BCG matrix 92
Using the BCG matrix 93
Limitations of the BCG matrix 94
Box BAT in the 1970s and 1980s – managing an international portfolio 95
Global products and services 97
Performance analysis 98
Benchmarking 98
Outside in or inside out? 99
‘Outside in’ strategy 99
‘Inside out’ strategy 100
The two approaches and internal analysis 100
Review and discussion questions 100
References and further reading 101
4 Analysis of the Competitive Environment 103
Learning objectives 103
Introduction 103
The nature of the business environment 104
The importance of environmental analysis 104
The macroenvironment 105
The microenvironment 105
Industries and markets 106
Identifying industries and markets 106
The industry 106
The market 107
The importance of the distinction between industry and market 108
Globalization of industries and markets 109
Yip’s globalization drivers 109
The four categories of drivers 109
Market globalization drivers 110
Cost globalization drivers 112
Government globalization drivers 114
Competitive globalization drivers 115
A summary of the drivers 116
Box The influence of government globalization drivers in the airline industry 116
Industry analysis 118
Porter’s five-forces framework 118
Force 1: the threat of new entrants 120
Force 2: the threat of substitute products 120
Force 3: the bargaining power of buyers (customers) 121
Force 4: the bargaining power of suppliers 121
Force 5: the rivalry among existing competitors in the industry 122
Use of the five-forces framework 122
Globalization drivers and the five forces 123
Synthesizing the two frameworks 123
Box Ulcer treatments and the international development of Glaxo 123
Market analysis 125
Market identification 125
Customers and their needs 126
Strategic group and competitor analysis 128
What are strategic groups? 128
Box Globalization trends in the pharmaceuticals industry 129
A resource-based approach to environmental analysis 131
Limitations of traditional frameworks 131
Understanding the framework 132
Critical success factors (CSFs) and core competences 134
What are CSFs 134
Review and discussion questions 135
References and further reading 135
5 Analysis of the Global Macroenvironment 139
Learning objectives 139
Introduction 139
Change in the business environment 140
The nature of environmental change 140
Change and prescriptive strategy 141
The macroenvironment 142
STEP analysis 142
Global and national macroenvironments 144
The relationship between global and national macroenvironments 144
The role of national circumstances in international business 145
Determinants of national competitive advantage 145
Box Prudential: factor conditions in Reading, UK and Bombay, India 147
Porter’s Diamond 148
The analytical process 148
Stages in the process 148
Information gathering 149
Information processing 149
Knowledge generation 150
Summary – analysis of the global macroenvironment 151
The links between the micro and macroenvironments 151
Review of the key stages 152
Discussion and review questions 153
References and further reading 153
PART III
6 Global and Transnational Strategy 157
Learning objectives 157
Introduction 157
Transnational strategies and global competitiveness 158
Sustainability and competitive advantage 158
Transnational, global and international business strategies 160
Strategies – the choice 161
Competitive positioning 161
Knowledge and competence-based strategy 161
Global strategy 162
Knowledge and competence-based strategy 163
The emphasis on the organization itself 163
The components of core competences 163
Core competences and distinctive capabilities 165
Knowledge, core competences and global competitive advantage 166
Knowledge 167
Knowledge creation and management 168
Box Sharp Corporation – a knowledge-centric organization 169
Organizational learning 169
Knowledge creation and management in transnationals 170
Competence building and leveraging 170
Summary of knowledge and competence-based strategy 172
Alternative approaches to resource-based strategy 172
Distinctive capabilities 173
Box Manchester United and superior performance 173
Competitive positioning – Porter’s generic strategies 175
The generic strategy framework 175
Cost leadership strategy 176
Differentiation strategy 177
Focus strategy 177
Hybrid strategies 178
Knowledge, core competence and generic strategy – a synthesis 179
Drawing the threads together 179
Global and transnational strategy 181
Porter’s model of global strategy – the value system 182
Configuration 182
Co-ordination 183
Integration and responsiveness 184
Pressures for and against increased global co-ordination 185
Regional strategies 186
Total global strategy 187
Development of total global strategy 187
Transnational organizations 189
Global and localized elements of transnational strategy 190
Box McDonald’s Inc. – an example of transnational strategy 192
Discussion and review questions 193
References and further reading 194
7 Global and Transnational Market-servicing Strategies 197
Learning objectives 197
Introduction 197
Alternative foreign market-servicing strategies 198
What is market servicing? 198
Market-servicing options 199
Box International expansion through franchising – Holiday Inn 201
A summary of the modes of entry 207
Selection of mode of entry 209
Choosing the most appropriate mode of entry 209
Criteria for choosing mode of entry 210
Global market-servicing strategies 210
Literature summary 210
Three key variables 212
Collaborative arrangements 212
Collaboration rather than competition 212
The nature and rationale of collaboration 214
Horizonal and vertical collaboration 215
Alliances 216
Summary – advantages of collaborative arrangements as modes of entry 217
Appendix 7.1 Some additional notes on foreign market-servicing strategies 217
Exporting 217
Contractual agreements 218
Foreign direct investment 219
Box Toyota – FDI greenfield development in the UK 219
Box Philip Morris – foreign acquisitions in the former communist states of central and eastern Europe 220
Review and discussion questions 221
References and further reading 221
8 Global Production and Logistics Management 227
Learning objectives 227
Introduction 227
Production strategy and competitive advantage 228
The critical success factors in operations 228
Global production strategies 229
The ‘big’ decisions in production strategy 229
Plant roles and inter-plant relationships 230
Research in global productions strategy 231
Doz – opportunities from relaxations in trade restrictions 231
Starr’s network 233
Dicken and international value adding 233
Dicken’s four production strategies 234
Plant location decision making 236
Decision criteria 236
The most frequently used criteria 238
The location decision 239
Procurement and transnational business 240
Procurement policy 240
Types of purchasing policy 241
Global logistics 242
The ‘flow’ of materials 242
Logistics and strategy 243
Managing logistics 244
Discussion and review questions 244
References and further reading 244
PART IV
9 Global Leadership and Strategic Human Resource
Management 249
Learning objectives 249
Introduction 249
Leadership and management in transnationals 250
Definitions 250
The nature of leadership 251
Box GE – the new leadership paradigm 253
Leadership and cultural issues 254
Box Body Shop: embracing a new management ‘ethos’ 254
Leading and managing cultural diversity in transnational organizations 255
Shaping culture in transnational organizations 256
Strategic human resource management 25
Importance of human resources 257
Features of HR strategy 258
HR strategy, core competences and organizational learning 259
Integration of HRM with corporate strategy and functional strategies 259
Criticisms of the concept of strategic HRM 262
European and American approaches to HRM 262
A transnational model of HRM 263
Porter’s global strategy and HR strategy 264
Congruence between HR and corporate strategy 264
Review and discussion questions 266
References and further reading 266
10 Global Technology Management 269
Learning objectives 269
Introduction 269
Technology and strategy 270
The impact of technology on strategy 270
Technology as a strategic asset 271
Defining technology 271
Technology and products 272
Technology and production 273
Patterns of technological innovation 274
Differences between technology and other assets 275
Technology and global competitiveness 276
Technology strategy 277
The components of a technology strategy 277
Technology audit 277
Sourcing new technology 278
Exploiting new technology 281
Protecting the competitive advantage 283
Box When patents expire 284
Comparisons of transnational technological performance 285
Comparing US and Japanese performance 285
Learning good practice 287
Information and communication technologies 287
The effects of ICT 287
Developments in ICT 288
ICT and transnational strategy 290
Configuring ICT for transnational business 291
Discussion and review questions 292
References and further reading 292
11 Global and Transnational Marketing Management 297
Leearning objectives 297
Introduction 297
The role of marketing in global and transnational strategy 298
Marketing and strategy 298
Marketing and competitive advantage 300
Ohmae’s (1989) view of marketing 300
Globalization of markets and marketing research 301
Global marketing strategies 302
Different perspectives 302
Douglas and Craig’s (1989) typology 303
Leontiades’ (1986) perspective 304
Four stages in a global marketing strategy 305
Global market segmentation and positioning strategies 308
Segmentation bases 308
Market positioning 309
Global marketing management 310
Marketing mix strategy 310
Box McDonald’s – globally homogeneous? 311
Global products 313
The importance of product decisions 313
Decisions on product strategy 314
Global branding 315
Global pricing 318
Pricing decisions 318
Transfer pricing 323
Pricing decisions – a summary 324
Global promotion 324
Marketing communications 324
Standardization of global promotion 325
Organization and control of promotions 325
The management of global promotional campaigns 329
Choosing an advertising agency 330
ICT and global marketing 331
Box Axis Communications Inc. – the Internet and global marketing 333
Review and discussion questions 334
References and further reading 335
12 Global Financial Management 339
Learning objectives 339
Introduction 339
Finance management and the global enterprise 340
The key issues in international financing 340
Box Foreign exchange risk management at British Airways (BA) 341
Centralization versus decentralization of the finance function 343
Different approaches to decentralization 343
Decision area 1: financing foreign operations 344
The options 344
Equity capital 346
Debt (or loan) capital 346
Decision area 2: resource allocation and capital budgeting 348
Uncertainties constraining the certainty of choice 348
Political risk 349
Assessing and forecasting political risk 349
Dealing with political risk 350
Decision area 3: operational policies 351
Working capital and cash flow management 351
Foreign exchange exposure 353
Reducing exposure 354
Decision area 4: remittance strategy 355
Types of funds transfer 355
Problems with transferring funds 355
Blocked funds 356
Discussion and review questions 358
References and further reading 358
13 Organizational Structure and Control in Global and Transnational Business 361
Learning objectives 361
Introduction 361
Some essentials of organizational structure 362
Key variables 362
‘Height’ and ‘width’ of structures 362
Hierarchical configuration of structures 364
Determinants of organizational structure 364
Mintzberg’s determinants 364
The contingency approach 365
The configuration approach to organizational design 368
Types of international organizational structure 369
International structures 370
Global structures 371
The development of global and transnational matrix structures 374
Stimuli to matrix development 374
Global matrix structures 374
The development of the transnational organizational structure 376
National influences on structural form 376
‘Anatomy’ and ‘physiology’ 377
Features of transnational structures 378
The transnational model 379
Decision making and control in international business 382
Decentralization and control 382
Empirical studies 383
Evaluating performance 384
Global and transnational strategies, organization and control 385
The influence of strategy on structure and control systems 385
Discussion and review questions 386
References and further reading 387
14 Managing Global Mergers, Acquisitions and Alliances 391
Learning objectives 391
Introduction 391
An overview of integrations and alliances 392
Perspectives on external growth 392
Types of integrations and alliances 393
Transnational mergers and acquisitions 395
The key definitions 395
Motivations for transnational M&As 396
Box Hoechst and Rhoˆne-Poulenc merge to form Aventis, a new global
leader in life sciences 397
Problems with integration 398
Successful M&As 399
Box DaimlerChrysler 402
Collaborative ventures and strategic alliances 403
What are collaborative ventures and strategic alliances? 403
Motivations for forming strategic alliances 405
Types of strategic alliance and collaborative venture 405
Directions of alliances 405
The extent and timescale of collaboration 407
Choosing the most appropriate type of alliance 408
Box Collaborative strategy in the international airline industry 409
Successful alliances 411
The strategic management of networks and alliances 412
The concept of the ‘focal’ business 412
Discussion and review questions 413
References and further reading 414
15 Global Business – Present and Future Trends 419 Learning objectives 419
Introduction 419
The global business environment – limits of globalization 420
The real state of homogenization 420
Physioeconomic theory 420
Challenging the presuppositions 421
A global approach to strategy and management? 422
Global competitive advantage in the future 423
Knowledge-based strategy: the intelligent organization 424
The ‘virtual’ corporation 427
Discussion and review questions 428
References and further reading 429
Appendix 1 McDonald’s and Its International Expansion 431
A brief history 431
McDonald’s and franchising 434
International growth 435
Appendix 2 Nike Inc. 439
Company development 439
The Nike product concept 440
Vertical linkages and outsourcing 441
Promotions and endorsements 443
Markets and structure 444
Changes in the 1990s 445
Nike at the end of the 1990s 446
References and further reading 447
Index 449
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